Family office structures — what should I check first?

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Answer

Central management and control determines corporate and trust residence, substance tests determine treaty access, and reporting obligations follow each family member's own residence. One question decides whether this is a filing or a project.

What to check first

Central management and control determines corporate and trust residence, substance tests determine treaty access, and reporting obligations follow each family member's own residence. The governance design is the tax design.

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Where it does not apply

A family office spanning several countries has to answer one question first: where are the decisions actually made — because that decides where the entities are resident.

Your next step

The full treatment — who it binds, the deadline, the penalty and the fixed fee — is on Family office structures. Send us the facts and we will tell you what has to be filed and what it costs.

Checked and signed off for the 2025 and 2026 filing seasons by Udit Gupta, International Tax, Cross-Border Tax & Transfer Pricing Expert, Legal Quotient Consultants. General information, not advice for your circumstances — call our 24-hour helpline to discuss your own position.

What these engagements turn on

Case study 1

Establishing where the investment decisions were actually taken

A family with entities in several countries could not say, when asked, who decided what. We worked back through a period of transactions and traced each decision to the person who took it. The answer differed from the structure chart in two places. The engagement produced a written analysis of where central management and control sat for each entity, the consequences for residence, and a short list of changes needed if the intended position was to be the real one. The family chose to change the practice rather than the claim.

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Case study 2

Trustee decision-making documented across several jurisdictions

A trust had co-trustees in different countries and a minute book that recorded outcomes without showing how they were reached. We reviewed the existing record against what the residence test looks for and rebuilt the process going forward. The work produced a decision protocol covering papers, timing and participation, a template minute that records reasoning rather than resolutions alone, and a note on the decisions that should not be taken by any single trustee acting alone. The trustees adopted it and their position is now supported by the way they actually work.

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Case study 3

Holding company with directors resident in different countries

A holding company registered in one jurisdiction had a board drawn from three others, and each country had an argument that management sat with it. We analysed where the substantive decisions originated over a full year and where the company would be treated as resident by each authority on those facts. The engagement produced a residence assessment, an outline of the tie-break analysis if a dual claim arose, and a recommendation to concentrate the board where the family intended the company to be resident.

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Case study 4

Reporting map built member by member

Adult children in four countries all benefited from the same structure and assumed the position was the same for each of them. We took each individual's residence and set out what that country required from a person in their position, holding or benefiting from what they did. The work produced a per-person schedule of obligations with filing dates, the entity information each return needed, and a trigger list of life events that would change the answer. Two obligations that had been missed were brought forward for correction.

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Case study 5

Substance assessment before a new entity was formed

A family proposed a new investment entity in a jurisdiction chosen for its treaty network. We set out what that entity would have to be able to demonstrate to hold the position it was being formed for: who would decide, where, with what authority, and what evidence would exist. The engagement produced a substance specification alongside the cost of meeting it. The family decided against forming it and made the investment through a company it already had. Establishing that an entity is not worth its substance is as useful an outcome as specifying one that is.

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Case study 6

Governance charter rewritten so residence followed intention

A family office operated on habit rather than on any written allocation of authority, and its practice had drifted away from the structure the documents described. We drafted a governance charter setting out which decisions belonged to which body, where they were to be taken, and how each was to be recorded. The work produced the charter, a revised delegation schedule, and a calendar tying meetings to the decisions that had to be taken at them, so the residence position rests on the ordinary running of the office.

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Case study 7

Two Wills, Two Jurisdictions, One Estate

A will drawn for one country can revoke another or fail to reach assets held abroad. The review checks how each instrument interacts with the other and where probate will actually be required.

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Case study 8

A Company Abroad Owned by a US Person

A business incorporated where the owner lives is a foreign corporation to the IRS, with a reporting package of its own and schedules that need local accounts restated. Classification comes first, because it decides what is reportable and when profits are taxed.

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All case studies — every published engagement in one place.

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The deduction is taken on the sale price, not the gain — which is why an NRI property sale strands cash unless the certificate is applied for before closing.
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Residency is decided on facts, not on a form — and the year you arrive or leave is the one where the largest amounts turn on the smallest details.
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A zero-tax country is only half the answer — the question that decides the bill is whether the country you came from still treats you as resident.

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Family office structures: further questions

Where is our family trust resident if the trustees live apart?

Residence follows where the trust is actually managed, not where the deed was signed or where the professional trustee has its office. If the substantive decisions are taken by one person in one country while co-trustees elsewhere approve what has already been settled, that is where management sits, and the paperwork will not say otherwise. This matters because it decides which country taxes the trust's income and gains, and what the beneficiaries have to report. Where trustees are genuinely spread, the answer is to make the decision-making real and to record it: agendas, papers circulated in advance, discussion, and minutes that show a decision being reached rather than ratified.

Does a family office need real staff where it is based?

If it is expected to hold treaty positions or to be resident where it is registered, yes. The tests that decide both look for people with the authority and the competence to take the decisions the entity is credited with. An office that exists as an address, with instructions arriving from a family member in another country, does not satisfy them. Substance is not measured by headcount alone; it is the match between the functions an entity is said to perform and the people who are actually there to perform them. Decide what the entity is for, then resource it accordingly, rather than resourcing it afterwards to defend a position.

Who reports what when family members live in different countries?

Reporting follows each individual's own residence, so one structure can produce several different obligations from the same set of facts. A holding a member has to disclose in one country may be invisible in another, and a distribution that is reportable for one sibling may not be for the next. This is the part families most often get wrong, because they assume the structure has a single reporting position. Build the map person by person: for each member, their residence, what they hold or benefit from, and what their own country requires. Revisit it whenever anyone moves, marries or takes up a directorship.

Do board meetings held abroad decide where a company is resident?

Only if the decisions are genuinely taken at them. The test looks at where central management and control actually lies, and a meeting is evidence of that rather than a substitute for it. Directors flown in to sign resolutions drafted elsewhere do not move anything; the country where the instructions originate is the country with the better claim. What helps is unglamorous: directors who can explain the decisions, papers circulated before the meeting, alternatives considered, and minutes that record reasoning. What harms is a pattern of signature-only meetings, particularly where the same family member's email precedes every one of them.

Can our family holding company claim treaty benefits on dividends?

That depends on whether it is resident where it claims to be and whether it can satisfy the treaty's own conditions for entitlement. Both questions come back to substance: who decides, where, and with what authority. A company interposed purely to route income towards a better rate is the case the anti-abuse provisions were written for. A company that holds investments, takes real decisions about them and is staffed to do so is in a different position. Establish the answer before the payment is made, because a claim refused after the event is a cash problem and an evidential one at the same time.

Should the family office own the assets or only advise?

The two designs produce different tax outcomes and different reporting, so the choice deserves to be made rather than inherited. An office that owns assets is a principal, taxed on the returns and needing substance to support its residence and any treaty position. An office that provides services to family entities is remunerated for those services, and the pricing of that remuneration becomes the question instead. Neither is inherently better. What causes trouble is a structure that is described one way in its documents and operates the other way in practice, because the facts govern and the documents then work against you.

I have not filed for several years while living abroad — what are my options?

Both countries have routes back, and using one before they contact you is what preserves the relief. On the US side there are procedures aimed at taxpayers whose failure was not wilful, including one designed for people living outside the country, and separate procedures for late account reports and information returns alone. Canada has its voluntary disclosures programme and taxpayer relief for penalties and interest. Filing quietly and hoping is the one approach with no protection attached to it. See catch-up filing.

How do you avoid double taxation?

You claim relief once, in the right country, in the right order. Usually the source country taxes first, the residence country then gives a credit for that tax against its own charge on the same income, and a treaty caps the source-country rate. Getting the order wrong is what produces a double charge you then have to unwind. The mechanism differs by income type, which is why we map the whole position before filing either return. See how to avoid double taxation.

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